hr tool: competencies for cultural managers

7/30/2019 HR Tool: Competencies for Cultural Managers

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Copyright 2013. All rights reserved. The Cultural Human Resources Council invites you to copy and

to print this material for personal and non-commercial use only. No part of this information may bereproduced, modied, or redistributed in any form or by any means, for any purposes other than those

noted above, without the prior written permission of CHRC.

The Cultural Human Resources Council hopes that you will nd the information helpful and easy to use,

but provides the information as is and makes no representations or warranties of any kind regarding it.

CHRC disclaims all liability of any kind whatsoever arising out of your use of, or inability to use, this

information.

The opinions and interpretations in this publication are those of the author and do not necessarily reect

those of the Government of Canada. This project is funded by the Government of Canadas Sector

Council Program.


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INTRODUCTION 2

CHART OF COMPETENCIES 4COMPETENCIES 7 I. Create the big plan

A. Establish direction 7B. Develop a strategic plan and establish budget 11

II. Develop a human and organizational network for achieving the big plan

C. Build relationships 19D. Organize operations and sta 26

III. Carry out the big plan

E. Motivate and inspire 33F. Identiy, solve problems and perom administrative duties 38

IV. Generate expected outcomesG. Guide evolution and generate signifcant changes when necessary 42H. Ensure a degree o predictability and order 43

Personal Competencies

I. Demonstrate management skills 48J. Demonstrate communication skills 52K. Demonstrate personal skills / traits 55

AKNOWLEDGEMENT 60

Table o Contents


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2

INTRODUCTION

This tool presents the outcomes o an occupational analysis orCULTURAL MANAGERS.

The Cultural Human Resources Council (www.culturalhrc.ca) strives to be at thecentre o vision and orward thinking in the area o cultural human resourcesdevelopment. CHRC brings together representatives o arts disciplines andcultural industries in the cultural sector to address the training and careerdevelopment needs o cultural workers artists, creators, technical sta,managers and all others engaged proessionally in the sector, including the sel-employed.

The HR Tool Competencies for Cultural Managers can be used by individualsto evaluate their own skills and to determine areas where they should pursueadditional training. On a corporate level, this material can be applied in defning

job profles, developing competency-based proessional development programs,negotiating and customizing training programs, developing career planningprograms, recruitment profles and individual position descriptions.ABOUT THE CULTURAL MANAGERS

Cultural managers manage sta in an arts, culture or heritage organization,institution or enterprise, whether employed or on contract. They may be themost senior management or administrative sta person o an organization(the Chie Executive Ofcer, Executive Director, General Manager, etc.), or theperson responsible or a particular portolio o work defned by a department,program or project.

The HR Tool Competencies for Cultural Managers is based on a conceptualramework designed by John Kotter1 , proessor o Organizational Behavior atthe Harvard Business School.

According to Kotter, any individual in a position o ormal authority mustcombine two essential roles:

The role o leader, i.e., the ability to direct and mobilize people and/ortheir ideas

The role omanager, i.e., the ability to ensure that the right things aredone right at the right time in a consistent and orderly ashion.

The HR Tool Competencies for Cultural Managers demonstrate the importanceand interrelation o these two roles. It identifes in conjunction with our (4)key responsibilities also derived rom Kotters ramework the general areas ocompetencies and skills that are associated with each o these roles.

John P. Kotter. A Force or Change. How Leadership Diers rom Management, The Free Press, 1990, 180 pages.


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> PROFESSIONAL COMPETENCIES (A - H)

> SKILLS

>TASKS

> KEY ACTIONS

> PersonalandinterPersonalskills(i, j, k) relatedto1.

> KEY RESPONSIBILITIES

1

2

3

4

5

6

CONCEPTUAL FRAMEWORK

2 MAJOR ROLES: LEADER

MANAGER

4 KEY RESPONSIBILITIES:I. CREATE THE BIG PLANII. DEVELOP A HUMAN AND ORGANIZATIONAL NETWORK FOR ACHIEVING

THE BIG PLANIII. CARRY OUT THE BIG PLANIV. GENERATE EXPECTED OUTCOMES

8 AREAS OF COMPETENCE:A. ESTABLISH DIRECTIONB. DEVELOP A STRATEGIC PLAN AND ESTABLISH A BUDGETC. BUILD RELATIONSHIPSD. ORGANIZE OPERATIONS AND STAFFE. MOTIVATE AND INSPIREF. IDENTIFY, SOLVE PROBLEMS AND PERFORM ADMINISTRATIVE DUTIESG. GUIDE EVOLUTION AND GENERATE SIGNIFICANT CHANGESH. ENSURE A DEGREE OF PREDICTABILITY AND ORDER

PERSONAL AND INTERPERSONAL SKILLSI. MANAGEMENT SKILLS

J. COMMUNICATION SKILLSK. PERSONAL SKILLS / TRAITS

LEGEND


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4

CHART OF COMPETENCIES A CULTURAL MANAGER MUST BE ABLE TO:

I. CREATE THE BIG PLAN

B. DEVELOP A STRATEGIC PLAN AND

ESTABLISH BUDGET

1. Set objectives

2. Identify program / project opportunities in accordance

with artistic and organizational vision

3. Prioritize program / project opportunities

4. Establish content and production schedules

5. Prepare human resources plan

6. Establish and maintain succession plan

7. Develop marketing and public relations plan

8. Set nancial objectives

9. Establish operating budget

10. Prepare a capital and facility needs plan

11. Establish a capital budget

12. Identify funding sources13. Plan fund development

14. Write funding applications

A. ESTABLISH DIRECTION

1. Analyze strengths, weaknesses, opportunities and threats

2. Develop and review organizations mission

3. Develop and review artistic and organizational vision

4. Provide guidance on the development and review of

governance structure and policies

5. Establish ethical standards

6. Secure Board approval and commitment

A LEADER must be able to:

A MANAGER must be able to:

II. DEVELOP A HUMAN ANDORGANIZATIONAL NETWORK FOR

ACHIEVING THE BIG PLAN

D. ORGANIZE OPERATIONS AND STAFF

1. Design and implement an organizational structure

2. Prepare policies and procedures

3. Establish nancial systems

4. Allocate funds

5. Develop job descriptions

6. Organize work

7. Recruit staff8. Assign work

9. Find and secure required equipment and information systems

10. Find and secure facilities

11. Negotiate with unions / associations

12. Contract production and artistic services

13. Contract for goods, services and / or supplies

14. Establish and maintain a performance evaluation process

C. BUILD RELATIONSHIPS

1. Develop and maintain relations with the Board

2. Encourage and facilitate artistic development

3. Provide orientation to new staff

4. Promote positive relations with community

5. Develop and maintain relationships with internal and

external stakeholders

6. Develop and maintain partnerships

7. Develop and maintain relationships with donors

8. Develop and maintain peer networks

9. Lead advocacy efforts

10. Solicit support from the private sector

11. Solicit government support

12. Build volunteerism for the organization




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III. CARRY OUT THE BIG PLAN

F. IDENTIFY, SOLVE PROBLEMS AND PERFORM

ADMINISTRATIVE DUTIES

1. Supervise human resources2. Monitor safety, health and well-being of personnel

3. Administer and maintain employee records and

compensation

4. Administer contracts and collective agreements

5. Ensure conformance to laws, regulations, policies,

ethical standards and procedures

6. Conduct meetings

7. Manage budget

8. Manage facilities

9. Anticipate and manage crises

E. MOTIVATE AND INSPIRE

1. Support and encourage creativity and innovation

2. Build and maintain teamwork

3. Mentor staff

4. Encourage professional development

5. Recognize and reward individual and team

contributions

6. Provide assistance and guidance to the Board, to peers,

staff members, artists and collaborators

7. Reinforce expectations and targets for stakeholders

8. Develop a sense of ownership within the community

and amongst stakeholders

9. Manage human dimension of change



IV. GENERATE EXPECTED OUTCOMES

H. ENSURE A DEGREE OF PREDICTABILITY

AND ORDER

1. Meet deadlines

2. Comply with budget

3. Evaluate artistic and cultural quality

4. Evaluate marketing results

5. Evaluate production process(es)

6. Evaluate fund-development results

7. Evaluate nancial results

8. Evaluate team and individual employee performance

9. Evaluate stakeholder satisfaction

10. Optimize Board performance

G. GUIDE EVOLUTION AND GENERATE

SIGNIFICANT CHANGES, WHEN NECESSARY

1. Develop and implement new approaches / processes

2. Develop and implement new program(s) / service(s) /

project(s)




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6

GENERAL COMPETENCIES

I. DEMONSTRATE MANAGEMENT SKILLS

1. Think strategically

2. Plan

3. Organize

4. Make decisions

5. Exercise leadership

6. Solve problems

7. Demonstrate coaching skills

8. Manage conict

9. Take risks

10. Delegate

11. Demonstrate sensitivity to cultural diversity

J. DEMONSTRATE

COMMUNICATION SKILLS

1. Write clearly and concisely

2. Demonstrate verbal skills

3. Listen

4. Conduct interviews

5. Make presentations

6. Persuade

7. Negotiate

8. Display tact and diplomacy

K. DEMONSTRATE

PERSONAL SKILLS / TRAITS

1. Demonstrate a feu sacr for the arts

2. Demonstrate integrity and ethical behavior

3. Demonstrate analytical skills4. Exercise judgment

5. Demonstrate interpersonal skills

6. Collaborate

7. Adapt to change

8. Develop trust

9. Conceptualize

10. Demonstrate research skills

11. Manage stress

12. Manage time

13. Give and receive constructive criticism14. Multi-task

15. Manage ones professional development

16. Demonstrate creativity

17. Demontrate thoroughness and attention to detail

18. Demonstrate, utilize and share ones knowledge of

the cultural sector


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Identify key participants

Consider bringing in sympathetic outsiders who are familiar with the organizations domain / niche and with its market

Consider using a consultant

Analyze organizations history and achievements

Review external environment to identify threats and opportunities

Review human and nancial potential of organization to identify strengths and weaknesses

Encourage participants to make suggestions without trying to judge how important the issue is

Update conclusions from any previous SWOT analysis

1.3 Evaluate the signicance of the identied issues

Demonstrate analytical skills (K3), Listen (J3), Exercise judgment (K4)

General Competencies

1.2 Brainstorm the issues

2.1 Specify / review purpose

2.2 Specify / review core business or main activity

2.3 Specify / review values (principles / beliefs)

3.1 Develop statement of vision

Write a draft version based on the organizations mission, i.e., its purpose, core activity and core values

3.2 Test vision

Seek input from staff

Seek input from stakeholders (i.e., Board, public, industry)

1.1 Decide whom to involve

1. Analyze strengths, weaknesses, opportunities and threats (SWOT)

A. A LEADER must be able to: ESTABLISH DIRECTION

2. Develop and review organizations mission


3. Develop and review artistic and organizational vision


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Demonstrate a feu sacr for the arts (K1), Conceptualize (K9), Persuade (J6)

Develop and maintain a working relation with the Board Chair and with other Board members

Educate as to industry norms

4.2 Encourage and support governance best practices and due diligence

4.1 Encourage and facilitate the constituting of a governance review process of the Board

4.4 Ensure ongoing review of by-laws, constitution and other legal document


5.1 Plan

5.2 Intake data

Inform Board members of external opportunities for Board development

Facilitate Board training

4. Provide guidance on the development and review of governance structure and policies

5. Establish ethical standards (*)

Educate as to consequences of poor governance practices

4.3 Facilitate policy development

Ensure meeting practices (planning, agenda setting, preparation and minute taking)

Ensure communication with Board

Prepare and present items

Bring Board attention to current decits and weaknesses in legal documents

Persuade (J6),Demonstrate integrity and ethical behavior (K2), Give and receive constructive criticism (K13)

Decide on goals (ex.: raise ethical expectations; legitimize dialogue about ethical issues; encourage ethical

decision-making; prevent misconduct; provide a basis for enforcement)

Get leadership buy-in

Create a code development task force

Gather information from stakeholders (leadership, members, volunteers, etc.) on key ethics concerns

through interviews, focus groups and / or informal discussions

Analyze suggestions to create a more useful code

Use collected information to develop an outline

Report ndings to leadership

* The subskills and important actions linked to Establish ethical standards: permission to use t his text granted by the Society for Human Resource Management (SHRM).

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5.3 Draft code of ethics

Dene / consider the organizations core values

Consider the latest development in the laws and regulations affecting the industry

Write as simply and as clearly as possible, (i.e., avoid legal jargon and empty generalizations)

5.4 Decide on a communications and education strategy

5.5 Revise and update the code

Respond to real-life questions and situations

Provide resources for further information and guidance

Make the code user-friendly in all its forms

Submit code to leadership for review

Field-test the code and make any nal revisions

Submit code to legal counsel for review

Determine who needs the information

Obtain Board approval of nal draft

Determine on how to best communicate it in a cost effective manner

Revisit guidelines, examples and situations in light of changes that may have occurred and / or new issues

that may have arisen


Demonstrate integrity and ethical behavior (K2),Demonstrate analytical skills (K3), Write clearly and concisely,

Demonstrate verbal skills (J2)

Determine reporting structure

Determine what to report

6.2 Present the case

6.1 Establish reporting policy

Present background information

Research best practices

6. Secure Board approval and commitment

Suggest ideas / alternative solutions

Determine how often to report


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Display tact and diplomacy (J8), Persuade (J6), Develop trust (K8)

6.3 Seek feedback and direction

Discuss information presented

Seek decision from Board

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1.1 Set long-term strategic objectives

Ensure link with the organizations mission and vision

Comply with the S.M.A.R.T. principle (i.e., Specic, Measurable, Achievable, Relevant and Time-based)

Ensure link with the organizations mission, vision and long-term objectives

Apply the S.M.A.R.T. principle

Think strategically (I1), Plan (I2), Write clearly and concisely (J1)


1.2 Set short-term strategic and operational objectives

2.1 Research program / project opportunities

Survey printed and electronic sources (Internet, newspapers, periodicals, etc.)

Consult through various networks (peers, associations, community members, etc.)

Consult and involve Board members

2.2 Determine availability of rights and royalties and other materials

Contact agent

Negotiate royalty / fee and contractual parameters

2.3 Assess viability of projects

Determine availability of talent and / or art work

Determine revenue potential and cost analysis


Demonstrate analytical skills (K3), Collaborate (K6), Demonstrate research skills (K10)

1. Set objectives

B. A MANAGER must be able to: DEVELOP A STRATEGIC PLAN

AND ESTABLISH BUDGET

2. Identify program / project opportunities in accordance with artistic and organizational vision



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3.3 Select program / project opportunities

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Demonstrate analytical skills (K3), Take risks (I9),Exercise judgment (K4)

3.2 Assess programs / projects based on set criteria

Assess relevance / compatibility of programs / projects with the organizations artistic mission and vision, history, audience, ...

Assess feasibility of programs / projects (i.e., potential interest and audience, potential revenues, costs,size and prole of required talent, availability of required talent, availability of required resources,...)

4. Establish content and production schedules

4.1 Identify internal factors

Consider production and artistic stafng and schedules

Identify marketing opportunities

4.2 Identify external factors

Conrm availability of artists and facility

Consider conicting event(s) and / or holidays

Allow for pre-established touring dates

4.3 Write the schedule


Think strategically (I1), Organize (I3),Exercise judgment (K4)

5. Prepare human resources plan

5.2 Review capacity and capability of the current workforce

Select and apply methodology to assess current workforces capacity and capability

Identify strengths and gaps

5.1 Identify required skills, knowledge and experience

Select and apply methodology for HR planning

Consider organizations mission, vision and strategic (long and short-term) objectives

Consider key contextual issues

3. Prioritize program / project opportunities

3.1 Set criteria (ex.: relevance / compatibility with organizations mission and objectives, cost, availability of

required talent and resources, etc.)


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5.3 Develop plans to meet the organizations long and short-term requirements

Ensure optimal use of people from inside and from outside the organization

Ensure a mix of full-time, part-time and contractual workers

Incorporate contingency arrangements


Think strategically (I1), Plan (I2),Demonstrate thoroughness and attention to details (K17)

6. Establish and maintain succession plan

6.1 Assess competencies that will be needed by employees in leadership positions to achieve the organizations

mission, vision and strategic objectives

Identify leadership competencies (ability to persuade, to align people, etc.)

Identify functional / technical competencies (ex.: recruitment, marketing, etc.)

Identify personal competencies (listening skills, organizational skills, etc.)

6.2 Assess internal talent

Compare needs with existing talent pool

Identify high-potential people

Identify gaps (developmental needs)

6.3 Provide developmental opportunities

Establish mentoring, coaching and / or formal training programs

Create action-learning / job-based experiences


Think strategically (I1),Demonstrate coaching skills (I7)

6.4 Hold people accountable for their own development

Evaluate employees on the successful completion of their individual development plan

6.5 Link succession planning to business planning

Project leadership needs and identify available talent on an ongoing basis


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7. Develop marketing and public relations plan

7.1 Dene marketing guidelines

Determine image to promote to partners and to public

Control all aspects of the organizational image to ensure consistency in all promotional material

7.4 Allocate resources

Identify preferred media

Identify key voices (staff and / or artists)


Plan (I2),Write clearly and concisely (J1)

7.2 Identify audience

Determine the target audience for each event

Design a marketing strategy for each event

7.3 Identify production focus and / or issues

Identify artistic drawing power

Suggest complementary design images

7.5 Coordinate promotional and public relations activities

Supervise preparation and production of press releases and promotional materials

Develop electronic communications strategies (e.g., Internet)

Supervise premieres

Hold press conferences

7.6 Seize opportunities

Identify complementary external activities

Schmooze

Represent ones organization at festivals, meetings

8. Set nancial objectives

8.1 Determine nancial needs

Determine nancial needs to achieve short-term objectives

Determine nancial needs to achieve long-term objectives


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8.2 Determine targets per sources

Set nancial objectives for each revenue generating event / program / activity

Set target for funding campaign

Set target for donations

Set target for grants


Think strategically (I1),Exercise judgment (K4)

9. Establish operating budget

9.1 Develop budget scenarios

Develop revenues scenarios

Develop expenditures scenarios

9.2 Create a budget proposal

Set criteria to assess budget scenarios

Assess budget scenarios based on set criteria

Select a budget scenario

Write a proposal based on selected budget scenario


Demonstrate analytical skills (K3),Make presentations (J5), Listen (J3),Exercise leadership (I5)

9.3 Submit budget for approval

Present budget to the Board

Explain / defend budget

Make changes / adjustments requested by the Board


10.1 Identify capital and facility needs

Identify capital and facility needs to achieve the organizations long-term objectives

Identify capital and facility needs to achieve the organizations short-term objectives

10.2 Assess current capital and facility assets

Assess adequacy of current capital and facility assets considering the organizations short and long-term objectives

Identify gaps


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10.3 List / assess options (ex.: construction, reconstruction, acquisition, installation, etc.)

10.4 Select one or a combination of options

Set selection criteria

Apply criteria

10.6 Submit plan for approval

Present plan to the Board

Explain / defend plan



Think strategically (I1),Demonstrate analytical skills (K3),Make presentations (J5)

10.5 Draft a capital and facility needs plan proposal

Describe components / features and budgetary requirements of selected option(s)

Identify required skills and expertise to carry out the plan

Establish timeline

11.1 Develop budget scenarios based on the capital and facility needs plan

Develop revenues scenarios (if applicable)

Develop expenditures scenarios

11.2 Create a budget proposal

Set criteria to assess budget scenarios

Assess budget scenarios based on set criteria

Select a budget scenario

Write a proposal based on selected budget scenario


Demonstrate analytical skills (K3), Make presentations (J5), Listen (J3), Exercise leadership (I5)

11. Establish a capital budget

11.3 Submit budget for approval

Present budget to the Board

Explain / defend budget



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12.1 Review existing funding structures

12.2 Research government programs

12.3 Research individual donors

Analyze and review database

Cross-reference donor base with that of other organizations (programs, etc.)

12.5 Research corporations

Canvass Board for corporate connections

Review organizations suppliers (banks, insurance, equipment, etc.)

12. Identify funding sources

12.4 Research foundations

Identify foundations with similar priorities (arts, education, training)


Demonstrate research skills (K10),Delegate (I10)

13.1 Establish goals for each area

13.2 Establish individual levels for giving and benets

Cultivate and engage donors so as to increase giving levels

Emphasize on-going relationship with donors

13.3 Determine campaign strategy

Determine and assign Board and staff responsibilities

Plan campaign material


Plan (I2), Delegate (I10), Demonstrate creativity (K16)

13. Plan fund development


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14.2 Comply with funding bodys requirements and criteria

Read instructions

Ask funder for assistance, if needed

14.3 Obtain supporting letters


Think strategically (I1), Write clearly and concisely (J1), Demonstrate thoroughness and attention to detail (K17)

14.1 Assess organizations and projects eligibility

Carefully read the funding bodys literature

Call to discuss project and seek their thoughts whether an application should be submitted

14. Write funding applications


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1. Develop and maintain relations with the Board

C. A LEADER must be able to: BUILD RELATIONSHIPS

II. DEVELOP A HUMAN AND ORGANIZATIONAL NETWORK FOR ACHIEVING THE BIG PLAN

1.1 Facilitate engagement of the Board and of its individual members

Assist in Board recruitment and orientation

Identify ways of keeping the Board informed

Encourage involvement in organization activities and events

1.2 Evaluate Board satisfaction

Survey Board for feedback

Analyze and communicate results

1.3 Acknowledge Boards contributions

Provide regular recognition


Display tact and diplomacy (J8), Collaborate (K6),Listen (J3)

2.1 Maintain special ties with professionals of the same or related elds

2.2 Participate in and organize artistic development activities

2.3 Facilitate emergence of new artistic projects

2.4 Set-up artistic committees or an equivalent entity to generate new projects in artistic creation

2. Encourage and facilitate artistic development


Demonstrate a feu sacr for the arts (K1), Exercise leadership (I5), Organize (I3)

3.1 Help the new employee feel secure

Plan Welcome and Day 1

Designate co-workers to provide personal assistance

Introduce new staff member to colleagues and other key people

3. Provide orientation to new staff


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3.2 Communicate critical information and resources in a timely manner

Provide critical information relative to the organization, compensation, benets, facilities, attendance

(work hours, rules about lateness, sickness, absence), leave and holidays, health and safety, security, internal

communications, transportation, personal comfort, performance, etc.

Provide required space, equipment and supplies


Plan (I2), Organize (I3), Demonstrate coaching skills (I7), Demonstrate interpersonal skills (K5)

3.3 Help make the new staff member independently productive as soon as possible

Plan and organize delivery of a job-related training program

4.1 Dene community(ies)

Identify constituencies and contacts

Promote involvement based on relevancy

Explore and promote cross-relationships (corporate / social / agencies / education)

Develop activities linked and relevant to community

4. Promote positive relations with community

4.2 Promote transparency and two-way communication

Select and implement means / mechanisms to ensure ongoing communications with community

4.3 Develop strategic alliances

Form alliances based on shared issues and goals

Dene opportunities and threats

Strategize Board recruitment


Demonstrate sensitivity to cultural diversity (I11),Display tact and diplomacy (J8)

5. Develop and maintain relationships with internal and external stakeholders

5.1 Identify stakeholders

Compile potential list of stakeholders

Select stakeholders based on relevance


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5.2 Establish message

Develop key elements of message

Stay on message across the Board

5.3 Determine communications strategy

Determine point of contact

Select means of delivery

Cost program

Secure resources to carry out program

5.5 Rene program

Maintain on-going visibility and messaging

Develop program of invitation list, press conferences, media list, premieres

Liaise with composers, producers and directors, curators, educators, programmers and their professional representatives

5.4 Monitor / review results

Seek feedback

Monitor tangibles ($, attendance, press media coverage, )

Review value for resources


Demonstrate a feu sacr for the arts (K1), Develop trust (K8), Think strategically (I1)

6.2 Find innovative approaches to establishing / building partnerships

Imagine!

Ensure partner visibility

6.3 Acknowledge partner(s) contributions

Take advantage of special events

Underline partner(s) contributions in the media (paid earned free)


Persuade (J6), Make presentations (J5), Demonstrate creativity (K16)

6. Develop and maintain partnerships

6.1 Identify partners

Determine needed prole(s)

Look for individuals / organizations in the community corresponding to determined prole(s)


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7.1 Identify past and potential donors

Compile list of past and current donors

Identify new potential donors (those touched by organization)

Source potential in-kind donations and project specic potentials

Plan a campaign including timeline

7.2 Carry out renewal or acquisition program

Amass human resources (volunteer and paid)

Execute, monitor and manage progress


Organize (I3),Plan (I2),Demonstrate a feu sacr for the arts (K1)

7. Develop and maintain relationships with donors

7.3 Establish and maintain donor database

Determine data needs and staff requirements

Collect data

Input, analyze and track data

7.4 Establish and maintain a receipting and recognition program

Monitor donation compliance

Send thank-you letters and receipts

Carry out donor recognition programs and activities

8. Develop and maintain peer networks

8.2 Practice benchmarking with similar organizations

Share ideas and experience

Seek opinions and advice


Think strategically (I1),Demonstrate a feu sacr for the arts (K1),Demonstrate interpersonal skills (K5),

Collaborate (K6)

8.1 Join an association regrouping cultural managers

Attend meetings / activities / events

Make presentations

Play an active role


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9.1 Collect information

Collect information relative to trends / issues

Collect information relative to other sectors / communities

Collect information relative to political climate

Determine supporters and detractors

9.2 Promote the eld

Develop promotional activities

Outreach with potential supporters

Establish promotion campaign

Outreach to different sectors and circles (tourism, education, conferences, associations, etc.)

9.3 React to external threats

Analyze issue to take a position

Mobilize the community and key participants


Demonstrate verbal skills (J2), Exercise judgment (K4), Exercise leadership (I5)

9. Lead advocacy efforts

10.1 Dene a solicitation strategy

Review corporate / business t

Identify targets

Visit

10.2 Cultivate relationships with the private sector

Invite to events

Make strategic or linked purchasing

Establish links with compatible companies (i.e., not competitors)

10. Solicit support from the private sector


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Make presentations (J5),Demonstrate a feu sacr for the arts (K1),Write clearly and concisely (J1)

10.3 Make the pitch

Tailor pitch to potential partner

Write proposal

Seal the deal

10.4 Follow-up

Send thank yous to sponsors

Ensure visibility of sponsors

Ensure reciprocal agreements are fullled

Plan for continuance

11.1 Develop and maintain relationships with elected ofcials

11.2 Develop and maintain relationships with governmental departments, agencies,

Facilitate government participation in events and activities

Establish and take advantage of relationship building opportunities

Integrate Board participation in the schmooze program

11.3 Source potential avenues of support

Ensure compliance with program standards

Contact ofcials responsible for guidance and support (make them part of the process)

11.5 Follow-up and track

Meet le manager on regular basis and / or elected ofcials

Express recognition

11. Solicit government support

11.4 Write proposals (also see B14)

Meet criteria

Develop budget

Meet deadlines


Write clearly and concisely (J1), Demonstrate research skills (K10),Demonstrate interpersonal skills (K5)


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12.1 Set volunteer program policies and procedures

Establish performance and discipline process

Set code of conduct for volunteers and staff members

12.2 Perform needs analysis

Review work plans to identify gaps

Identify types of volunteers needed

Identify skills required

12.4 Recognize and reward volunteers

Find ways to keep volunteers motivated

Provide both tangible and intangible rewards

12. Build volunteerism for the organization

12.3 Recruit volunteers

Determine sources

Communicate mandate and opportunities

Match volunteers with opportunities


Demonstrate interpersonal skills (K5), Display tact and diplomacy (J8), Exercise leadership (I5)


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1. Design and implement an organizational structure

D. A MANAGER must be able to: ORGANIZE OPERATIONS AND STAFF

II. DEVELOP A HUMAN AND ORGANIZATIONAL NETWORK FOR ACHIEVING THE BIG PLAN

1.1 Design an organizational structure to meet the organizations needs, particularly with regards to its plannedactivities

1.2 Congure individual positions according to the same parameters


Think strategically (I1), Conceptualize (K9),Demonstrate thoroughness and attention to details (K17)


2.1 Create a draft

2.2 Validate draft

Consult with peers

Seek expert advice

Present to stakeholders

2.3 Adopt / submit policy / procedure for approval

2.5 Review policy, procedure or protocol on an on-going basis

2. Prepare policies and procedures

2.4 Implement policy, procedure or protocol

Communicate policy, procedure or protocol


Think strategically (I1),Conceptualize (K9),Demonstrate thoroughness and attention to details (K17)

10. Prepare a capital and facility needs plan3. Establish nancial systems

3.1 Establish policies and procedures

Consult / hire expert(s)

Submit policies and procedures for approval

Implement policies and procedures (i.e., provide information, documentation and training

Survey best practices


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3.2 Maintain policies and procedures

Communicate changes and updates

3.3 Ensure compliance with laws and regulations

Issue timely reminders

Enforce rules / sanctions when necessary

Monitor application of policies and procedures


Organize (I3), Delegate (I10)


4.1 Conrm / adjust budget requests

4.2 Assess new requests

4. Allocate funds


Make decisions (I4)


5.1 Describe mandate and major duties

5.2 Identify tasks associated with major duties

5.3 Identify personal skills associated with major duties

5.4 Determine required qualications and experience

5.5 Determine job classication

5. Develop job descriptions


Think strategically (I1), Organize (I3),Demonstrate analytical skills (K3)


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6.1 Design and implement internal communication means / mechanismes to facilitate attainment of the

organizations objectives

6.2 Plan and organize work according to set priorities

6.3 Organize and participate in staff meetings

6.4 Facilitate circulation of information between creation, production and administration teams

6.5 Design tools and approaches to enhance autonomy of each staff member


Think strategically (I1),Conceptualize (K9),Exercise judgment (K4)

6. Organize work

7.3 Assess candidates

7.4 Select

7.5 Hire


Think strategically (I1),Exercise judgment (K4),Make decisions (I4)

7. Recruit staff

7.1 Determine position prole

Determine required qualications

Determine personal competencies

Determine required expertise

7.2 Develop and implement recruitment strategy

Investigate inclusion of interns

8.1 Distribute mandates taking into account the levels of responsibility as specied in the job descriptions

8.2 Specify expected results / outcomes

8. Assign work


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8.3 Specify expected performance standards


Delegate (I10), Demonstrate coaching skills (I7), Speak clearly and considely (J1),


9.1 Assess needs

Determine methodology

Review life span of existing equipment

Identify equipment gaps

Determine who will be consulted

9.2 Analyze options

Evaluate options (lease, purchase, partnership / sponsorship)

Match priorities with budget resources

9.3 Obtain equipment

Solicit donation of equipment

Purchase equipment

Ensure information systems have equipment and resources to maintain adequate level of service

Issue tender / bids request


Think strategically (I1),Demonstrate analytical skills (K3),Negotiate (J1)

9. Find and secure required equipment and information systems

10.1 Conduct a needs assessment

Determine methodology

Determine who will be consulted (internal and / or external)

10. Find and secure facilities


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10.2 Conduct a facility analysis

Assess existing purpose-built facilities

Assess existing building that could be retted

Assess building new facility

Assess present facility (i.e., identify gaps / deciencies)

Analyze cost, functionality of each strategy option

Select best option based on resources


Plan (I2), Organize (I3), Demonstrate analytical skills (K3)

10.3 Develop a plan for chosen option

Identify funds to achieve facility solution

Identify other exercises needed to support move (marketing plan, move plan, )

Hire appropriate consultant(s) to realize facility solution

11.2 Prepare for negotiation

Establish nancial ($) limits and goals

Assess legal implications

Establish optimal proposal

Anticipate union demands

Assess implications of failed negociations

Review past grievances

11.3 Conduct the negotiation

Determine timing for negotiation


Listen (J3), Demonstrate verbal skills (J2), Develop trust (K8)

11. Negotiate with unions / associations

11.1 Analyze the environment

Assess degree of co-operative relations and goodwill

Research other union agreements

Assess worker needs, health, safety needs


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12.1 Conrm availability of artists and production services

Negotiate accordingly

Identify needs in terms of availability

12.3 Create formal contract / agreement

Obtain required / guild forms

Research union requirements to meet compliances

Obtain all necessary signatures

Seek legal advice


Demonstrate thoroughness and attention to details (K17),Negotiate (J7),Solve problems (I6)

12. Contract production and artistic services

12.2 Negotiate terms of contract

Negotiate working conditions (ex.: hours, breaks, meals, etc.)

Provide letters of agreement where required

Determine fees and length of contracts

13.2 Research sources of goods / services

Identify potential donations-in-kind

Identify providers / sources of goods

13.3 Select goods / services

Write RFPs (Request for Proposals)

Compare potential service providers / suppliers

Check references

Write RFQs (Request for Quotations)

13.4 Negotiate contract terms


Plan (I2),Organize (I3),Make decisions (I4)

13. Contract for goods, services and/or supplies

13.1 Develop project plans

Decide which goods and services need to be contracted

Draft / calculate budget for project


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14. Establish and maintain a performance evaluation process

14.1 Dene key principles and values to govern individual performance evaluation (ex.: accountability, objectivity,

condentiality, etc.)

14.3 Develop a procedure

Develop performance appraisal form(s) including instructions

Specify steps leading to formal performance appraisal

14.4 Communicate performance evaluation process to all employees

14.5 Review performance evaluation process on a regular basis

Benchmark / survey best practices

Solicit employees opinions and suggestions


Think strategically (I1),Demonstrate integrity and ethical behavior (K2),Write clearly and concisely (J1),


14.2 Determine roles and duties with regard to performance evaluation

Determine managers role and duties

Determine employees role and duties


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E. A LEADER must be able to: MOTIVATE AND INSPIRE


1.2 Acknowledge and reward creativity and innovation (see E5)


Take risks (I9),Listen (J3),Demonstrate a feu sacr for the arts (K1)

1. Support and encourage creativity and innovation

1.1 Create the environment

Recognize and exploit special interests / talents in staff and Board

Encourage suggestions and discussion

Encourage risk-taking

Establish budget (modest / realistic)

Allow for mistakes

2.1 Create conditions to facilitate sharing of information and experience

2.2 Rally team members around the organizations vision and objectives

2.3 Communicate expected behaviors and attitudes between team members

2.4 Set and communicate team objectives

2.5 Involve team in addressing issues and solving problems

2.6 Participate in informal team activities


Exercise leadership (I5),Solve problems (I6)

2. Build and maintain teamwork

3.1 Provide guidance to identify and achieve goals

3. Mentor staff

3.2 Provide opportunities for growth

Delegate new and / or more complex mandates


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3.3 Give regular feedback


Demonstrate coaching skills (I7), Delegate (I10), Give constructive criticism (K13)

4.1 Review performance

Identify performance gaps

Set annual goals

4.2 Provide training opportunities

Make arrangements

Determine pertinent training opportunities

4.3 Support participation in committees and listservs

4.4 Promote membership in professional associations

4.5 Provide access to professional literature


Demonstrate coaching skills (I7), Think strategically (I1)

4. Encourage professional development

5. Recognize and reward individual and team contributions

5.1 Assess current reward and recognition program

Review potential sources for reward

Allocate budget for reward and recognition program

Survey employees and managers

5.2 Secure buy-in from senior management

Provide training for managers in all reward and recognition programs

5.3 Establish formal tangible program

Link reward and recognition program to performance reviews

Set and communicate a transparent plan


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5.4 Encourage informal recognition at all levels

Provide regular feedback between managers and employees

Express gratitude in public (public thank-yous)

Celebrate successes of teams and individuals internally and externally


Listen (J3),Demonstrate interpersonal skills (K5),Collaborate (K6)


Display tact and diplomacy (J8),Demonstrate a feu sacr for the arts (K1)

6. Provide assistance and guidance to the Board, to peers, staff members, artists and collaborators

6.1 Support the Board

Provide opportunities for artist-Board interaction

Identify and use expertise of Board members

Provide regular reports

6.2 Support peers, staff, artists and collaborators

Join and participate in peer networks

Communicate, i.e, phone, write notes, e-mail, have lunch,

Celebrate success

Attend peer events and acknowledge

Practice open-door policy

7.1 Communicate with internal stakeholders

Hold regular staff meetings

Provide regular updates and reports and staff newsletter

Invite questions and dialogue

Establish open-door policy

7. Reinforce expectations and targets for stakeholders


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7.2 Communicate with external stakeholders

Seek audience feedback (surveys, talk-back)

Involve media through interviews and press releases

Communicate with donors through newsletters / programs / visits

Seek public speaking opportunities


Demonstrate a feu sacr for the arts (K1),Demonstrate verbal skills (J2),Listen (J3)

8.1 Engage the staff

8.3 Build a volunteer base (see C12)


Demonstrate sensitivity to cultural diversity (I11),Demonstrate interpersonal skills (K5), Collaborate (K6)

8. Develop a sense of ownership within the community and amongst stakeholders

8.2 Engage the community

Open the doors (open house, free events)

Join neighbourhood associations

Establish community partnerships (restaurants, hotels)

Contribute goods and services

9.2 Facilitate employee adaptation to change

Involve employees all through the change process (ex.: by delegating mandates, seeking opinions / suggestions, etc.

Provide adequate information and training

9. Manage human dimension of change

9.1 Enable employees to understand the reason for change and how they will benet from it

Respond to concerns

Find linkages between the goals of the organization and the employees goals

Identify reasons for concern


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9.3 Deal with resistance to change

Analyze reasons for resisting change (ex.: misunderstanding of the change and its implications, a low tolerance for

change, etc.)

Develop means for dealing with resistance (ex.: education and training, facilitation and support, negotiation, etc.)

Recognize pattern of resistance to change (ex.: apathy, malicious compliance, sabotage, etc.)


Exercise leadership (I5),Listen (J3),Make presentations (J5)


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F. A MANAGER must be able to: IDENTIFY, SOLVE PROBLEMS AND

PERFORM ADMINISTRATIVE DUTIES


1. Supervise human resources


Develop trust (K8),Demonstrate coaching skills (I7),Exercise judgment (K4),Make decisions (I4)

1.1 Monitor employee progress

Give employees the opportunity to participate and to use their own initiative

Hold regular follow-up meetings with employee

1.2 Take corrective action, if necessary

Give the reasons for problems or decisions

Make an attempt to see the employees point of view

Deal with problems in an honest and timely manner

2. Monitor safety, health and well-being of personnel

2.3 Evaluate the effectiveness of the policies and programs

Perform a cost/benet analysis (example of targeted benets: reduced absenteeism and accidents)


Organize (I3), Demonstrate thoroughness and attention to detail (K17)

2.1 Provide a work environment that contributes to and demonstrates concern for employee safety, health and well-being

Facilitate work/life balance

Comply with health and safety laws and regulations

2.2 Establish policies and programs (ex.: Employee Assistance Program, Wellness Program, Accident Prevention, )

Provide guidance to employees

Provide information and documentation to employees

3. Administer and maintain employee records and compensation

3.1 Ensure maintenance of employee records

3.2 Manage sick leave

3.3 Manage requests for time off


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3.4 Approve time sheets

3.5 Approve payroll changes

3.6 Authorize overtime


Demonstrate thoroughness and attention to details (K17), Exercise judgment (K4), Make decisions (I4)

4. Administer contracts and collective agreements

4.1 Comply with the articles of the contracts and the collective agreement

4.2 Address / resolve issues

4.3 Manage grievances


Demonstrate integrity and ethical behavior (K2), Demonstrate interpersonal skills (K5)

5. Ensure conformance to laws, regulations, policies, ethical standards and procedures

5.2 Monitor and control conformance

Resolve non conformance cases / situations

Establish / maintain monitoring and control mechanism(s)


Demonstrate integrity and ethical behavior (K2), Organize (I3), Demonstate writing (J1), and verbal skills (J2),

Exercise judgment (K4)

5.1 Provide information relative to laws, regulations, policies, ethical standards and procedures

Forward / facilitate access to / circulate relevant documentation

Announce changes

Identify information needs at all levels (Board, staff, suppliers, artists, patrons, )


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6. Conduct meetings

6.1 Plan and prepare

Create an agenda

Deliver agenda in advance

Select and ensure proper set up of meeting place

Dene the objectives and desired outcomes

Assign a note taker

6.2 Chair a meeting

Ask for different points of view; protect new ideas

Keep the meeting focused and moving

Decide on next steps (what?, by whom?, for when?)

Greet participants and make introductory statement (ex.: purpose and desired outcomes, ground rules)

Conclude meeting on a positive note

6.3 Follow-up

Monitor progress on next steps

Evaluate the meeting


Plan (I2) Demonstrate thoroughness and attention to details (K17), Demonstrate interpersonal skills (K5),

Exercise leadership (I5)

7. Manage budget

7.1 Control revenues

Determine and take corrective actions

Perform gap analysis (budgeted vs actual revenues)

7.3 Issue budget reports

Make recommendations

Prepare and present budget reports

7.2 Control expenditures

Determine and take corrective actions

Perform gap analysis (budgeted vs real expenditures)


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G. A LEADER must be able to: GUIDE EVOLUTION AND GENERATE

SIGNIFICANT CHANGES WHEN NECESSARY


1. Develop and implement new approaches / processes

2. Develop and implement new program(s) / service(s) /project(s)

1.1 Recognize opportunity for change

Benchmark and survey best practices

Evaluate risk of change

Encourage initiative and creativity


Think strategically (I1), Take risks (I9),Demonstrate creativity (K16)

2.2 Take advantage of a favorable context

2.1 Recognize opportunity

Assess potential and feasibility

Research new programs / project ideas


Think strategically (I1), Take risks (I9),Demonstrate creativity (K16)

1.2 Take advantage of a favorable context


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H. A MANAGER must be able to: ENSURE A DEGREE OF

PREDICTABILITY AND ORDER


1. Meet deadlines

Generally not required, subskills being relatively self-explanatory

2. Comply with budget

Generally not required, subskills being relatively self-explanatory

3. Evaluate artistic and cultural quality

3.1 Articulate artistic goals

Establish benchmarks / targets

State the goals verbally or through documentation

3.2 Measure the outcomes

Assess revenue

Assess critical reviews

Assess subscription renewal

Assess attendance

Assess membership

3.3 Communicate results

Decide who delivers the results and to whom

Choose the communication tools to deliver the results (ex.: annual report, brochure)


Listen (J3),Give and receive constructive criticism (K13),Display tact and diplomacy (J8)

3.4 Improve and / or rene future plans

Bring results into planning cycle

4. Evaluate marketing results

4.1 Measure outcomes against objectives

4.2 Debrief on what went right and what went wrong or could have gone better


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Think strategically (I1),Listen (J3),Give and receive constructive criticism (K13), Demonstrate thoroughness

and attention to detail (K17)

5. Evaluate production process(es)


5.2 Debrief on process efciencies and inefciencies

5.3 Identify potential improvements

Consult with staff and expert(s)


Benchmark





Bring results and learned lessons into planning cycle



6. Evaluate fund-development results






Benchmark




Benchmark


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Think strategically (I1),Listen (J3),Give and receive constructive criticism (K13),Demonstrate thoroughness




7. Evaluate nancial results






Benchmark


Think strategically (I1),Listen (J3),Give and receive constructive criticism (K13),Demonstrate thoroughness and

attention to detail (K17)



8. Evaluate team and individual employee performance

8.1Measure performances against objectives / mandates



Involve team and employees individually


Facilitate access to training and / or professional development opportunities

Practice benchmarking


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9. Evaluate stakeholder satisfaction


Think strategically (I1), Demonstrate analytical skills (K3), Give and receive constructive criticism (K13)

9.1 Determine who, among the stakeholders, will be involved in the evaluation exercise

Prioritize individuals to contact

9.2 Determine method of evaluation

Determine who will conduct the evaluation (internal?; consultant?)

9.3 Conduct evaluations

Communicate results

Determine next steps (what to implement)

Analyze data

10. Optimize Board performance

10.1 Develop a Board evaluation process

Encourage new processes if applicable

Develop systems of evaluation (ex.: committee, by Chair, self evaluation, etc.)

Review current practices

10.2 Facilitate the development of list of Board member expectations / responsibilities

Review expectations / responsibilities

Adjust as requested

See that Board members are engaged (feel useful)

Develop job descriptions

Give credits

8.4 Improve and / or rene future team and individual performance






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10.3 Encourage and facilitate an on-going nominations committee

Develop ongoing list of potential Board candidates

Request meetings


Display tact and diplomacy (J8), Demonstrate interpersonal skills (K5), Exercise judgment (K4)

10.4 Cultivate a Board recruitment process (prospecting)

Develop opportunities for potential Board members to engage in association activities

Work closely with the Chairperson of the Board and with the Chairperson of the Nominations Committee

Create a mechanism for collecting and vetting names (in conjunction with Nominations Committee)


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I. A CULTURAL MANAGER must be able to: DEMONSTRATE

MANAGEMENT SKILLS

And to accomplish the previously described professional competencies

1. Think strategically

1.1 Identify issues and opportunities for ones own organization

Anticipate trends, future needs and requirements

See the big picture

1.2 Recommend changes and / or new services

Select optimal scenario

Identify various scenarios

2. Plan

2.2 Dene objectives

Dene short-term state-of-the-art objectives

Dene long-term state-of-the-art objectives

2.1 Establish priorities

Establish / apply procedure for prioritization

Identify criteria for prioritization

2.4 Prepare action plan

Determine steps and time frame / time line

3. Organize

3.2 Assign / communicate individual mandates

3.1 Obtain human, physical, material and technological resources

Proceed according to standards / requirements and timeframe

Demonstrate delegation skills (see I10)

Establish recruitement / purchasing and / or leasing procedures

2.3 Identify required resources

Identify required technological resources

Identify other required physical / material resources

Establish prole(s) of required human resources


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4. Make decisions

4.2 Make appropriate decisions

Consult individuals trusted for their wisdom and practical experience

Accept impact / consequences of ones decisions

Assess risks

Rely on ones judgment or experience

5. Exercise leadership

4.1 Make timely decisions

Quickly react to urgent matters / situations

Take calculated risks

Accept impact / consequences of ones decision

Readily address issues and problems under ones authority

Whenever possible, take time to analyze the problem / situation

5.1 Demonstrate a capacity to inuence

Take a clear stand on issues

Make oneself understood and respected

Express / promote ideas

5.2 Orient individual and team efforts

Follow-up on tasks / deliverables

Adjust / modify objectives and / or conditions

Dene / suggest / recall objectives

6. Solve Problems

6.1 Identify and diagnose the problem

Distinguish causes and symptoms

Integrate information from different sources

6.2 Identify possible solutions

Consult and research


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6.4 Develop and implement solution

7. Demonstrate coaching skills

7.1 Demonstrate sense of observation

Differentiate observation and judgment

Validate ones observation with observee and with a trusted third party

Identify what one does or does not do efciently

7.3 Listen (see J3)

7.4 Give feedback

Provide constructive feedback

Describe specic behavior or action indicating a strength or a weakness

Use simple, concise language

Provide timely feedback

7.5 Obtain coachees commitment to learn and to improve his / her performance

Follow-up

Agree on an action plan

6.3 Select solution

Evaluate / compare possible solutions

Assess risk

Determine criteria

7.2 Ask questions

Utilize close-ended questions

Utilize open-ended questions

8. Manage conict

8.1 Solve problems (see I6)

8.2 Demonstrate interpersonal skills (see K5)

8.3 Negotiate (see J7)


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9. Take risks

9.1 Step out of comfort zone

9.2 Try new ideas

9.3 Take on new approaches / programs / services / projects

9.5 Assess risks

Determine probability of occurrence

Determine level of importance or consequence

10. Delegate

10.1 Assign work according to the skills, abilities and potential of staff

10.2 Give staff the necessary degree of responsibility and authority to accomplish tasks

10.3 Provide clear directions

10.4 Make provisions for follow-up

11. Demonstrate sensitivity to cultural diversity

11.1 Demonstrate sensitivity to values, codes of conduct and other cultural / social characteristics of a specic milieu

11.2 Accept to adjust while remaining true to oneself

9.4 Identify risks

Identify external risks

Identify strategic risks

Identify internal risks


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J. A CULTURAL MANAGER must be able to: DEMONSTRATE

COMMUNICATION SKILLS


1. Write clearly and concisely

1.2 Comply with grammar rules

1.3 Organize complex information to facilitate understanding

1.1 Use appropriate vocabulary and terminology

2. Demonstrate verbal skills

2.2 Explain complex issues / material in plain language

3. Listen

3.2 Interpret body language

3.3 Demonstrate empathy

4. Conduct interviews

2.1 Give clear directions / instructions

3.1 Verify ones understanding

Rephrase

Use question techniques to validate ones understanding

Summarize someone elses opinion

4.1 Create a positive climate

Demonstrate empathy

Demonstrate listening skills (see J3)

4.2 Use interviewing techniques

Ask close-ended questions

Use case study / problem resolution techniques

Ask open-ended questions


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5. Make presentations

5.1 Prepare presentation

Anticipate audience mindset and reactions

Adjust content, style and duration accordingly

Identify audience prole

5.2 Establish a positive climate

Make appropriate and efcient use of humour and anecdotes

Greet individual(s), participants, audience warmly

5.3 Demonstrate ability to raise and maintain the audiences interest

Use communication techniques and tools

Encourage and respond to questions and comments from the audience

Demonstrate power of persuasion (see J6)

6. Persuade

6.1 Anticipate audience mindset and reactions

6.2 Establish a positive climate

Greet individual(s), participants, audience warmly

Choose an adequate facility

6.3 Promote / defend ones proposal / position by underlining its merits and its benets for the audience

6.4 Demonstrate listening skills (see J3)

6.5 Respond to doubts and objections

7. Negotiate

7.1 Create a positive climate

Demonstrate listening skills (see J3)

Demonstrate empathy

Find appropriate time and place


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7.3 Find a win-win arrangement / settlement

Identify items / issues where a compromise is possible

Try to understand position of other party(ies)

7.2 Persuade / argue (see J6)

Present / defend ones position with emphasis on its benets for the other party(ies)

8. Display tact and diplomacy

8.1 Assess relevance of communicating sensitive information, opinion or decision

8.2 Choose appropriate time and place

8.3 Use appropriate tone and words

8.4 Conclude on a positive note


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K. A CULTURAL MANAGER must be able to: DEMONSTRATE

PERSONAL SKILLS / TRAITS


1. Demonstrate a feu sacr for the arts

1.1 Display passion and belief in art

1.2 Display assertiveness

1.3 Display perseverance and determination

2. Demonstrate integrity and ethical behavior

2.1 Take responsibility for ones errors / mistakes

2.2 Accomplish ones duties and tasks according to expected standards

2.3 Prevent / notice errors and take corrective actions

2.4 Honor ones commitments

2.5 Maintain condentiality

2.6 Establish / maintain relationships based on trust

2.7 Give priority to ones professional obligations, when required

3. Demonstrate analytical skills

3.1 Collect and synthesize facts and data

3.2 Break down facts and data into simple elements

3.3 Identify the essential or most signicant issues or challenges

3.4 Draw logical conclusions


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4. Exercise judgment

4.1 Analyze a situation

Gather information before voicing an opinion, committing oneself or making a decision

Consider viewpoints and ideas expressed by others

Distinguish between a fact, a perception and the interpretation of a fact

Refrain from drawing hasty conclusions

4.2 Draw pertinent conclusions

Assess their positive and negative impacts

Take action and / or adopt adequate behavior

List a series of possible solutions

5. Demonstrate interpersonal skills

5.1 Establish good relations with all kinds of people

Respect peoples needs and interests

Initiate contact

Accept peoples limitations

Make people feel at ease

5.2 Demonstrate authenticity with others

Express ones needs and interests

Demonstrate ability to say NO

Be straightforward

6. Collaborate

6.2 Build / maintain a positive rapport with people from various elds or specialties

6.3 Demonstrate responsiveness to change

6.4 Resolve disagreements or conicts

6.5 Receive and give ongoing constructive feedback

6.1 Contribute to dening a concerted orientation toward a common task


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7. Adapt to change

7.1 Adapt ones personal and professional habits

7.2 Adapt ones interpersonal behavior patterns

7.3 Modify / adjust ones requirements and expectations, if needed

8. Develop trust

8.1 Stand by ones principles

8.2 Carry through with ones word

8.3 Demonstrate consistence in behavior

8.4 Demonstrate professional competence

8.5 Demonstrate ability to communicate clearly

8.6 Demonstrate fairness

9. Conceptualize

9.1 Recognize patterns, trends or causes of events

9.2 Identify and design / develop solutions

10. Demonstrate research skills

10.1 Conduct electronic searches

10.2 Use Internet and other Internet resources

10.3 Use online library catalogs

10.4 Use databases and electronic indexes

10.5 Evaluate sources

10.6 Cite sources


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11. Manage stress

11.1 Prioritize tasks and assignments

11.2 Work effectively on several tasks or assignments at the same time

11.3 Meet demanding deadlines

11.4 Control ones emotions when facing resistance or hostility

11.5 Exert a positive inuence in crisis situations

12. Manage time

12.1 Assess time realistically

12.2 Make a sensible and effective use of ones time

12.3 Focus on priorities

12.4 Meet deadlines

12.5 Reduce interruptions

13. Give and receive constructive criticism

13.2 Listen (see J3)

13.3 Provide feedback based on facts and observations

13.4 Underline strengths as well as shortcomings

13.5 Provide practical suggestions for improvement

14. Multi-task

14.1 Concurrently undertake different types of activities

14.2 Exercise various roles and duties

13.1 Demonstrate an open-mind


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15. Manage ones professional development

15.1 Keep abreast of trends and developments

15.2 Use changes occurring in the workplace as opportunities for professional development and growth

15.3 Dene / update a professionnal development plan

16. Demonstrate creativity

16.1 Explore new ideas based on intuition

16.2 Generate a great number of new and original ideas

16.3 Link ideas that, on the surface, do not appear to t together

17. Demonstrate thoroughness and attention to detail

17.1 Perform tasks to the necessary standards of accuracy and quality

17.2 Identify and address details that ensure a smooth operation

18. Demonstrate, utilize and share ones knowledge of the cultural sector

18.1 Demonstrate knowledge and understanding of the main current and future challenges and issues facing

ones organization, the subsector to which it belongs and the cultural sector in general

18.2 Demonstrate knowledge of the public and private funding organizations dedicated to cultural development

18.3 Utilize ones knowledge of the cultural sector and of its resources to promote the interest and development of

ones organization, its stakeholders and the cultural community in general

18.5 Stay current

18.4 Provide counselling assistance to the Board members, staff, artists, and to other internal and external

collaborators and partners


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ACKNOWLEDGMENT

The Cultural Human Resources Council (CHRC) wishes to thank the

following individuals who gave their time and commitment to thisproject:

CHRCS EXPERT WORKING GROUPColleen Blake Shaw Festival Theatre ONSarah Charlie Department o Tourism and Culture YTPeter Gardiner Newoundland Symphony Orchestra NLMallory Gilbert Tarragon Theatre ONJeanne LeSage Toronto International Film Festival Group ONPhilippe Mailhot Le Muse de Saint-Boniace MBTrish McGrath The Word on the Street Toronto ON

Robert McPhee Calgary Opera ABJulie Paradis Action Art Actuel QCBernard Riordon Beaverbrook Art Gallery NBTime Willis Provincial Museum o Alberta AB

CHRCS STEERING COMMITTEESuzanne Bilodeau QCAlain Dancyger Les Grands Ballets Canadiens de Montral QCRose Ginther Grant MacEwan College ABCarol Rowntree ON

Richard Hornsby CHRC Chair UNB Centre or Musical Arts NBKaren Virag Editors Association o Canada ABBill Poole Centre or Cultural Management ONCherry Karpyshin Prairie Theatre Exchange MBRon Rompkey Memorial University NL

SUPPORT 2013Susan Annis Executive Director, CHRCLucie DAoust Senior Project ManagerMichael Lechasseur Web CoordinatorMarc-Andr Girouard Marketing Manager

SUPPORT 1999Kim Larocque Project Assistant CHRC

hr tool: competencies for cultural managers

Documents